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Messaging business strategy

Once computing systems emerged into the open from their earlier proprietary architectures the market for independent electronic messaging software could grow.  The new solutions utilized the recently deployed windows PC is personal computer
s to good effect.  Major corporations discovered that departments had both deployed LAN mail solutions, and were now asking for corporate information technology (IT) to take over, or integrate these with the corporate mail systems.  Groupware capabilities moved out of academia and into mainstream software companies such as Lotus Development with its Notes application.  The integration and management problems increased, but it was clear that the old terminal based solutions were functionally lacking, disliked by the line divisions and costly to operate. 

HP's office products business, had responded to these trends by developing a new messaging server that benefited from the experience of the previous generation proprietary solution.  It was UNIX is a computer operating system.  It is a registered trademark of AT&T. 
based.  But it took a few releases to align it with the market's focus on: hardware and OS portability, budgets with the line divisions, and international messaging standards.  It took time to build awareness of business's 'mission critical need for a robust open messaging backbone'.  To find and incentivize a multi-platform, value added, software channel.  As sales finally began to grow HP's computer division voiced concerns.  They had noticed that the software was being used by IBM, to help sell IBM servers and services into accounts targeted by HP. 

HP responded by reorganizing the office products business, and placing computer division management into senior positions within the messaging organization.   Was there a strategy that could please HP's executives, sustain the channel and provide real benefits to customers?  Yes and it was based on CAS properties:
  1. Transforming the open systems
    This page reviews the catalytic impact of infrastructure on the expression of phenotypic effects by an agent.  The infrastructure reduces the cost the agent must pay to perform the selected action.  The catalysis is enhanced by positive returns. 
    infrastructure amplifier
    into an
    This page reviews the strategy of setting up an arms race.  At its core this strategy depends on being able to alter, or take advantage of an alteration in, the genome or equivalent.  The situation is illustrated with examples from biology, high tech and politics. 
    evolutionary amplifier

  2. Setting up
    Walter Shewhart's iterative development process is found in many complex adaptive systems (CAS).  The mechanism is reviewed and its value in coping with random events is explained. 
    iterative developments
    to a focused set of customers in a target market segment.  
  3. Involving the whole organization in business
    This page looks at schematic structures and their uses.  It discusses a number of examples:
    • Schematic ideas are recombined in creativity. 
    • Similarly designers take ideas and rules about materials and components and combine them. 
    • Schematic Recipes help to standardize operations. 
    • Modular components are combined into strategies for use in business plans and business models. 

    As a working example it presents part of the contents and schematic details from the Adaptive Web Framework (AWF)'s operational plan. 

    Finally it includes a section presenting our formal representation of schematic goals. 
    Each goal has a series of associated complex adaptive system (CAS) strategy strings. 
    These goals plus strings are detailed for various chess and business examples. 
    planning
    activities to agree a shared vision, mission and strategic focus. 
  4. Introducing a
    This page discusses the program strategy in a complex adaptive system (CAS).  Programs generate coherent end-to-end activity.  The mechanism is reviewed. 
    program based organization
    to improve cooperation and awareness. 
Evolutionary amplifier
HP's computer business, like its competitors, needed software applications to pull its servers into customer accounts.  By shifting our porting strategy from one based on covering many platforms at low overhead to an alternative focused on using the performance of the hardware architectures sales teams incentives became aligned with our solution.   As customers deployed the solutions they demanded multiple platforms - say HP and IBM - and become committed to the messaging platform.  The user group pushed HP's executives to limit the influence of the computer division on the messaging strategy. 

Iterative developments
A limited number of customers were identified as matching our vision.  Developing relationships with their executives allowed us to model their messaging usage, and needs.  These were prioritized into the product development process.  Their use of the features was checked, issues identified and plans updated.  

Shared planning
Previously developed business planning activities again included all the teams within the organization.  Customer and competitor studies were organized.  The vision was reviewed and shared broadly. 

Program approach
A program approach was adopted by the R&D is research and development. 
lab manager.  This allowed the iterative developments and business planning activities to be leveraged into parallel team activities with resources deployed flexibly between teams as needed. 

The approach worked well while this 'environment' persisted.  Eventually however, Microsoft's partnership with HP, and its successful delivery of integrated office applications with Exchange, undermined the standalone messaging strategy.

 
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integrating quality appropriate for each market
 
This page looks at schematic structures and their uses.  It discusses a number of examples:
  • Schematic ideas are recombined in creativity. 
  • Similarly designers take ideas and rules about materials and components and combine them. 
  • Schematic Recipes help to standardize operations. 
  • Modular components are combined into strategies for use in business plans and business models. 

As a working example it presents part of the contents and schematic details from the Adaptive Web Framework (AWF)'s operational plan. 

Finally it includes a section presenting our formal representation of schematic goals. 
Each goal has a series of associated complex adaptive system (CAS) strategy strings. 
These goals plus strings are detailed for various chess and business examples. 
Strategy
| Design |
This page uses an example to illustrate how:
  • A business can gain focus from targeting key customers,
  • Business planning activities performed by the whole organization can build awareness, empowerment and coherence. 
  • A program approach can ensure strategic alignment. 
Program Management
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